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Eligible Expenses <br />Funding for this practice represents a one-time base allocation for start-up expenses. <br />Eligible expenses include equipment necessary for implementing CWMA goals, staff <br />time and expenses related to establishing Cooperative Weed Management Areas, <br />publicity and outreach costs and travel expenses. <br />Equipment purchased with the funding provided will remain the property of the State for <br />its useful life. After the contract period, it may remain in the custody of the Grantee so <br />long as it is used for the purposes of promoting and supporting the project. The State <br />may take possession of the equipment at such time as it becomes necessary to use it for <br />State purposes. <br />Plans <br />Strategic management plans and annual operating plans are commonly used to guide <br />the activities of CWMAs. Strategic management plans help define the goals of the <br />CWMA and the steps planned to accomplish those goals. It serves as a road map for the <br />CWMA as it begins to carry out projects. The strategic plan should clearly define CWMA <br />objectives and priorities. A strategic management plan will help identify concerns, <br />quantify scale and scope of problems, and set short-term and long-term priorities for <br />CWMA operations. Strategic management plans generally include: <br />• An accurate map of the CWMA <br />• An inventory and a map of known priority invasive plant infestations <br />• Management responsibilities including the establishment of management areas <br />or zones <br />• Criteria for the prioritization of invasive plant management activities <br />• Control techniques likely to be used in your CWMA <br />• Equipment, supplies, people, and other resources available for the CWMA from <br />each partner <br />For examples of a strategic management plan, see www.mipn.orq. <br />Once the steering committee develops the strategic plan, work priorities for the <br />upcoming year can be identified in an annual operating plan. This document will detail <br />annual projects; expected in -kind contributions, necessary funding, and the personnel <br />needed for project completion, and will serve as the basis for outside grant requests. <br />Each project identified in the annual operating plan should have an assigned project <br />manager. This is the person responsible for project implementation, coordination, <br />expenditures, in -kind documentation, completion, photo records, and final reports. <br />Annual operating plans vary greatly in size and complexity. Newly established CWMAs <br />may have one or a few annual projects and may include grant applications as part of the <br />annual operating plan. For examples of an annual operating plan, see www.mipn.org. <br />Source: CWMA Cookbook <br />Operation and Maintenance <br />CWMAs can vary in their focus. Common focus areas for CWMAs include education, <br />prevention, early detection, control efforts and monitoring. The focus of CWMAs should <br />be included in the strategic management plan and annual operating plans. The <br />